2012

PRODUCTIVITY AND QUALITY MANAGEMENT

BACKGROUND OF QUALITY AND HOLISTIC QUALITY MANAGEMENT
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SUBMITTED TO: PROF. P M RAO 2/3/2012

BACKGROUND OF QUALITY

INTRODUCTION:
World wars have been one of the motivators for major improvements in manufacturing technologies. The need is felt to make parts of high accuracies, with close tolerances. This was not enough for quality improvement. High level of competition demanded the industries to analyse as to what is required by customer? this gave rise to the new outlook for concept of quality. The product of good quality will only stay in market. In the monopolistic condition even the product of inferior quality are sold. That is called as sellers market. In this buyers have no say over needs and they accept whatever manufacturer gives. For examples, the premier fiat car, which was selling like hot cake in the early 70s, is not produced today and the factory itself is closed. Today people will wonder to know that person in India was to wait for as many as five years to get delivery of car after booking the same.

DEFINITION:
Quality is a much more complicated term than it appears. Dictionary definitions are usually inadequate in helping a quality professional understand the concept. It seems that every quality expert defines quality is a somewhat different way. There are a variety of perspectives that can be taken in defining quality (e.g. customer's perspective, specification-based perspective). Are there commonalities among these definitions? Is anyone definition "more correct" than the others? Is one quality expert "right" and the others "wrong"? Quality professionals constantly debate this question. The editors of Quality Digest say that defining the word "quality" is "no simple endeavour." Quality may refer to:


 

Quality (business), the non-inferiority or superiority of something Quality (philosophy), an attribute or a property Quality (physics), in response theory

However, US Government has defined quality as,conformance to requirements.

PRODUCT QUALITY:
If a product fulfils the customer expectation, the customer will be pleased and consider that the product is of acceptable or even high quality. If his or her expectations are not fulfilled, the customer will consider that the product is of low quality. This means that the quality of a product may be defined as, its ability to fulfil the customers needs and expectations. Quality needs to be defined firstly in terms of parameters or characteristics, which vary from product to product.

For example:

y For a mechanical or electronic product there are specifications for performance, reliability, safety and appearance. y For pharmaceutical product parameters such as physical and chemical characteristics, medical effect, toxicity, taste and self life may be important.

y For a food product they will include taste, nutritional properties, texture, and self life and so on.

CORRECTION OF QUALITY DEFICIENCIES:

In spite of all the efforts made, the required will sometimes not be attended and one may be faced with the pile of scrap and rework. These means that something has gone wrong during the quality planning and may be also during the manufacturing process. The reason for the trouble must be located and permanently corrected so that it cannot happen again.

The following are obvious possibilities; y The shop floor operators had no clear idea what standard of quality was required. y The machine and equipments were in capable of achieving the tolerance required. y The incoming materials and components were unsatisfactory. Following quality deficiencies can be solved only by intervention by the management and workers have no control over them. One could argue that the remaining quality problems in manufacturing are caused in equal proportion by managers and workers

Thus 85 percent of problems come under management control, whereas 15 per cent are under worker control. Here too the worker can only be held responsible for the defects if: He or she knows what he or she supposed to do; He or she has the means to influence the result

y y

Experience shows that

considerably better result can be

achieved if instead it is ensured that the proper condition exist for doing good work or getting thing right the first time,

For example: y The product specification must be clear and unambiguous. Everyone must know the consequences of poor work for the organisation.

INSPECTION AND QUALITY IMPROVEMENT:

Incoming, In-process final inspection are carries out as per the need of the design specifications. Inspection is the need of the product quality. Regular effort has to be taken by the production and development departments to improvise the quality of the components. Japanese have made lot of efforts and come out with 7QC tools for quality improvement. They are as follows: 1. 2. 3. 4. 5. 6. 7. Check sheets. Pareto chart. Histogram. Ishikawa method .cause and effect diagram. Flow charts. Scatter diagrams. Control charts.

SERVICES QUALITY:
Service quality can be defined as the collective effect of services performances which determine the degree of satisfaction of a user of the service In other words, quality is the customer s perception of a delivered service .By service-quality management ,we refer to the monitoring and maintenance of end-to end services for specific customers or classes of customers. As larger varieties of services are offered to customers, the impact of network performance on the quality of services will be more complex .They also must quantify revenue lost due to service degradation. SERVQUAL METHODOOGY: Measuring customer satisfaction is a critical requirement for much organization, but it does not need to be a painful one. T.S.P.G. Offer a very useful process for measuring the overall customer satisfaction of an organization through the servqual methodology servqual provides a benchmark based on customer opinions of an excellent company, on your company, on the importance ranking of key attributes and on a comparison to what your employees believe customers feel. DETAILED INFORMATION ABOUT: 1. Customer comments and suggestion; 2. Your performances levels as perceived by customer;

INTRODUCTION:
Quality as a concept has been widely used for the improvement in the performance in the organizations. In its initial stages it was applied only to the manufacturing sector, but subsequently it spread to the services and other sectors.

Holistic Quality:
This study shall start by taking a look at the history of the quality initiatives and milestones over the years. There is ample evidence of attention to quality in the pre-industrial revolution era, as evinced in the legacy of the Egyptian civilization and others civilizations of that age. The aspects of service quality are Holistic quality management. It can be provided with following matters. y Love and care y Compassion y Empathy y Sense of humour, y Tacit knowledge y Knowledge with acquaintance,

y Insight, call it love factor, or L-factor.

THE JOURNEY OF QUALITY CONCEPT:

It is the journey of moving from good quality management to holistic quality management. This journey started in early 1920. The stages are as follows; Good quality: Grand elder-the movement started in 1920. The demand was more than supply. The goods were made as per manufacturers will and wish. Customers took the product as they were available. Service quality: Adolescent this movement started in 1970. The buyers were selective, since they had options. Global competition was picking up. Computer software quality: Today this is in juvenile condition. Holistic quality: In baby form today- it recognizes that all organizations produce both goods and services but in varying proportions. The customer is buying utility and needs satisfaction, not goods and services. The service operations are heavily depended on IT.

WHERE IT IS APPLICABLE?

Quality management is created for quality effort in the factory or purchasing department. Holistic quality management is taking it one step further. The acid test is when the customers notice the difference, which affects the bottom line.

The consultants and quality gurus should continue developing the holistic management system in following aspects. In the similar style of TQM the systematic efforts have to be devised. The guidelines will help any desiring organizations to adopt the holistic quality system.

y Concepts, y Models

y Methods, etc. in service quality.

GROUP MEMBERS NAME

SHOAIB ANSARI SHASHIKANT CHAUHAN IRFAN KHAN NABEED KHAN NARESH KUNIGIRI SALMAN SHAIKH TALIB SHAIKH SHAHBAAZ SHAIKH

ROLL NO.
04 07 18 19 22 46 48 49